We review our V/TO® at every quarterly meeting, but during the other eighty-nine days, it sits on a drive and is completely forgotten. How do we build a daily rhythm that forces our leadership team to live the V/TO®?

Question

Tyler Smith · Accepted Answer

A V/TO® that sits in a digital folder is nothing more than an expensive wish list. To make your vision an active operational filter, you must build it into your weekly, monthly, and quarterly rhythms so your leadership team has no choice but to use it to make decisions.

First, start every quarterly planning session and monthly check-in by reading the V/TO® aloud. This keeps the target clear.

Second, use your Core Focus and marketing strategy as strict gatekeepers for all new opportunities. When a leadership team member proposes a new project or client contract, require them to prove how it fits within the boundaries defined on page one of your V/TO®. If it does not fit, it is dead on arrival.

Third, tie your weekly Level 10 Meeting™ issues list directly to your vision. When prioritizing issues during IDS®, ask yourselves which of these problems directly blocks us from achieving our one-year plan or three-year picture.

Finally, cascade the V/TO® down to the departmental level. Every division head must be able to show how their team-level goals align with the corporate-level vision. When your team sees that you use the V/TO® to reject bad-fit clients, kill off-brand projects, and reward high performance, they will realize it is a living operating system, not a marketing document.